We asked practicing managers to rank 16 typical leadership competencies according to their importance for success, and we examined cultural differences in the outcomes.
Presentation held at EAWOP conference, May 2011, Maastricht.
Four Future Trends in Leadership Developmentnickpetrie
The environment that leaders operate in is changing so fast that the methods being used to develop them is not keeping pace. This session is based on a one year research project at Harvard focused on the question, 'What will the future of leadership development look like?'
In this session your organization will learn how to design and deliver leadership programs that equip leaders with the skills they need for an increasingly complex world. Topics to be addressed include:
- The emerging challenges for leaders in the workplace
- The skills and capacities needed by leaders to meet these challenges
- The four trends shaping the future of leadership development
- They key principals for the design of future leadership programs
5 Ways to Build a Better Leadership Development Program | Webinar 06.09.15BizLibrary
Leadership remains the top human capital concern. Poor leadership practices costs companies millions of dollars each year by negatively impacting employee retention, customer satisfaction and overall employee productivity.
In this webinar we'll provide four leadership development best practices that meet challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
What you'll learn:
- Importance of Leadership Development
Best Practices including:
- Strong executive involvement
- Use of tailored leadership competencies
- Alignment with the business strategy
- A “leaders at all levels” approach
www.bizlibrary.com
Four Future Trends in Leadership Developmentnickpetrie
The environment that leaders operate in is changing so fast that the methods being used to develop them is not keeping pace. This session is based on a one year research project at Harvard focused on the question, 'What will the future of leadership development look like?'
In this session your organization will learn how to design and deliver leadership programs that equip leaders with the skills they need for an increasingly complex world. Topics to be addressed include:
- The emerging challenges for leaders in the workplace
- The skills and capacities needed by leaders to meet these challenges
- The four trends shaping the future of leadership development
- They key principals for the design of future leadership programs
5 Ways to Build a Better Leadership Development Program | Webinar 06.09.15BizLibrary
Leadership remains the top human capital concern. Poor leadership practices costs companies millions of dollars each year by negatively impacting employee retention, customer satisfaction and overall employee productivity.
In this webinar we'll provide four leadership development best practices that meet challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
What you'll learn:
- Importance of Leadership Development
Best Practices including:
- Strong executive involvement
- Use of tailored leadership competencies
- Alignment with the business strategy
- A “leaders at all levels” approach
www.bizlibrary.com
ASEAN Leadership Model (research funded by SMU Executive Development)Michael Netzley, Ph.D.
With the creation of the AEC in 2015, companies have increased incentive to look at ASEAN for growth. But what leadership model should companies invest in? Given the context of ASEAN, we cannot simply import a model from Europe or USA. This presentation shares a first look at SMU's ASEAN leadership model and presents the initial findings of our CEO interviews. Research was funded by SMU's Executive Development Office.
Value Proposition for Inclusive LeadershipFreddie Alves
A presentation describing the value proposition for inclusive leadership and a description of the approach that leaders can take to managing diversity for performance improvement.
In all six cultures Catalyst studied, altruistic leader
behaviors such as empowerment and humility were
an important part of the repertoire among inclusive
leaders. Further, Catalyst found that the practice of
altruistic leadership is an effective way of helping
women and men feel included. Our results suggest
that global organizations seeking to create more
inclusive work cultures should consider how
to develop and reinforce altruistic leadership
behaviors among their talent—especially among
emerging leaders.
is highly competitive, and driven by considerations of technology, innovation, quality, cost effectiveness, timeliness and excellence in service delivery, Government organisations cannot afford to lag behind
CEE Leadership Masterclass Series in Leading in a #Disrupted, #VUCA World
CEE in collaboration with FGD Academy is pleased to offer a series of Virtual Masterclass.
For further details visit: http://www.cee-global.com/masterclass/
Ten highly practical Leadership Masterclass programmes, dedicated to developing Leadership skills for Board, C-Suite and Senior Level Leaders operating in today’s VUCA world
This Series of Courses will leverage on best-in-class or thought-leadership concepts, tools and techniques to drive organisational & leadership excellence.
The Courses are designed to provide Business and HR leaders with a platform to develop from being good to great.
They are being offered in response to the market needs to ensure that their senior-level executives possess the right competencies and skills to successfully adapt to new realities when leading in a VUCA World.
Learning Outcomes:
• The context for leadership today’s VUCA business environment
• Understand the elements of Cognitive Readiness Competencies
• What is required to transform to be a ‘High-Performance Organisation’ (HPO)?
• How to transform your NextGen leaders to succeed in the VUCA world?
The CEE Masterclass Series is also available as customised in-company Leadership Development Workshops which are certified by The International Professional Managers Association (IPMA).
The programs incorporate a number of unique features and work on a number of levels. It is specifically aimed at enhancing and developing the skills, knowledge and behaviours of the participants.
The participants will develop their understanding of Leadership Effectiveness and how it will lead to a creation of a sustainable competitive advantage for their respective organisations through the development of an organisational climate that will contribute towards enhancing employee engagement and productivity.
For further information, contact us at enquiry@cee-global.com or visit our website at http://www.cee-global.com/masterclass/
The Overview of the CEE Executive Coaching Solutions could be found here: http://www.cee-global.com/executive-coaching/
The Centre for Executive Coaching (CEC), a wholly-owned division of CEE, delivers recognised certified professional coach training programme for individuals interested in entering the field of executive coaching, as well as executives seeking to become better managers and leaders as managerial coaches in their respective organisations.
Further information on CEC could be found here: http://www.cee-global.com/about-cec/
For initial 30 min complimentary coaching session for CEOs and C-Suite Leaders, email us at enquiry@cee-global.com
ASEAN Leadership Model (research funded by SMU Executive Development)Michael Netzley, Ph.D.
With the creation of the AEC in 2015, companies have increased incentive to look at ASEAN for growth. But what leadership model should companies invest in? Given the context of ASEAN, we cannot simply import a model from Europe or USA. This presentation shares a first look at SMU's ASEAN leadership model and presents the initial findings of our CEO interviews. Research was funded by SMU's Executive Development Office.
Value Proposition for Inclusive LeadershipFreddie Alves
A presentation describing the value proposition for inclusive leadership and a description of the approach that leaders can take to managing diversity for performance improvement.
In all six cultures Catalyst studied, altruistic leader
behaviors such as empowerment and humility were
an important part of the repertoire among inclusive
leaders. Further, Catalyst found that the practice of
altruistic leadership is an effective way of helping
women and men feel included. Our results suggest
that global organizations seeking to create more
inclusive work cultures should consider how
to develop and reinforce altruistic leadership
behaviors among their talent—especially among
emerging leaders.
is highly competitive, and driven by considerations of technology, innovation, quality, cost effectiveness, timeliness and excellence in service delivery, Government organisations cannot afford to lag behind
CEE Leadership Masterclass Series in Leading in a #Disrupted, #VUCA World
CEE in collaboration with FGD Academy is pleased to offer a series of Virtual Masterclass.
For further details visit: http://www.cee-global.com/masterclass/
Ten highly practical Leadership Masterclass programmes, dedicated to developing Leadership skills for Board, C-Suite and Senior Level Leaders operating in today’s VUCA world
This Series of Courses will leverage on best-in-class or thought-leadership concepts, tools and techniques to drive organisational & leadership excellence.
The Courses are designed to provide Business and HR leaders with a platform to develop from being good to great.
They are being offered in response to the market needs to ensure that their senior-level executives possess the right competencies and skills to successfully adapt to new realities when leading in a VUCA World.
Learning Outcomes:
• The context for leadership today’s VUCA business environment
• Understand the elements of Cognitive Readiness Competencies
• What is required to transform to be a ‘High-Performance Organisation’ (HPO)?
• How to transform your NextGen leaders to succeed in the VUCA world?
The CEE Masterclass Series is also available as customised in-company Leadership Development Workshops which are certified by The International Professional Managers Association (IPMA).
The programs incorporate a number of unique features and work on a number of levels. It is specifically aimed at enhancing and developing the skills, knowledge and behaviours of the participants.
The participants will develop their understanding of Leadership Effectiveness and how it will lead to a creation of a sustainable competitive advantage for their respective organisations through the development of an organisational climate that will contribute towards enhancing employee engagement and productivity.
For further information, contact us at enquiry@cee-global.com or visit our website at http://www.cee-global.com/masterclass/
The Overview of the CEE Executive Coaching Solutions could be found here: http://www.cee-global.com/executive-coaching/
The Centre for Executive Coaching (CEC), a wholly-owned division of CEE, delivers recognised certified professional coach training programme for individuals interested in entering the field of executive coaching, as well as executives seeking to become better managers and leaders as managerial coaches in their respective organisations.
Further information on CEC could be found here: http://www.cee-global.com/about-cec/
For initial 30 min complimentary coaching session for CEOs and C-Suite Leaders, email us at enquiry@cee-global.com
Purposeful Community and Change Leadership for the 21st Century -Handout #10 ...ohedconnectforsuccess
June 29, 10:30am – noon, Room: Union A
Purposeful Community touches all aspects of the learning process. The four components of Purposeful Community will be explored in relation to increasing student achievement and growth. Participants will learn about the phases of the change-leadership process in the Ohio Appalachian Collaborative (called Enhancing Leadership Quality for Collaborative Action Impact). A mindset-management approach to leadership and delivery models will be shared, which will assist participants in creating a plan for Purposeful Community and Change Leadership in their own school or district.
Main Presenter: Mark Glasbrenner, Battelle for Kids
Co-Presenter(s): Barb Hansen, Battelle for Kids
Ball Foundation-RUSD Partnership Final Evaluation ReportRex Babiera
The final report (presented to the foundation board) of an evaluation of the Ball Foundation's partnership with Rowland Unified School District, prepared by Catherine Awsumb Nelson, Ph.D., independent evaluator.
Overview of framework and process a company can use to institutionalize sustainability and achieve consistent, high quality capability.
This is a very fast overview of content that is used in day-long workshops.
Chris Jansen (www.Ideacreation.org) - "Leadership concepts"Chris Jansen
This presentation was made with a group of Chinese leaders and professors from universities in China who were in New Zealand on a study tour at Canterbury University
Being a truly sustainable design or construction company is about more than just being able to deliver LEED projects. It's about aligning overall company management and operations with the demands of integrated design and collaborative relationships and measuring company performance as a result. Whether your company delivers LEED projects or not, there are proven strategies that you can use to deliver higher-performance projects and more efficient and effective processes to be a truly sustainable company. This interactive workshop builds your capacity to implement these strategies in the most cost-effective way and provides tools to enable you to implement these strategies in your company. This course offers 8 AIA SD CEU and 8 GBCI CE.
Participants will being able to:
-Define clear, measurable self-assessment of your company's capability.
-List issues your company needs to address.
-List systems, processes and resources that your company needs to address.
-Draft a plan to address these issues, systems, processes and resources gaps.
-Convey how to align profitability, quality control, knowledge transfer, and other elements with green project delivery to the leaders in your company.
-Understand how the Certification process may apply to you company.
Learn more at www.greenroundtable.org/training.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
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A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Top mailing list providers in the USA.pptxJeremyPeirce1
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LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
The effects of customers service quality and online reviews on customer loyal...
A Seven-Country Study of the Importance of Leadership Competencies for Success in Organizations
1. A Seven-Country Study of the Importance
of Leadership Competencies for Success
in Organizations
Regina Eckert, Center for Creative Leadership
William A. Gentry, Center for Creative Leadership
Vijayan Munusamy, The Conference Board, Singapore
Sarah A. Stawiski, Center for Creative Leadership
Jacob Martin, University of Georgia
2011 Center for Creative Leadership. All rights reserved.
2. The industry of leadership development
Leadership Development is the biggest budget in organizational T&D: 22% in
2010 (Bersin & Associates, 2011). It is seen as strategically important:
“Leadership—specifically leadership development—is vital to succession
planning. That’s why I’m working with boards and CEOs to craft a more
rigorous process and put it into action.” (A.G. Lafley)
Average spending per leader is app. 1300 € p.a. (Lamoureux & O’Leonard,
2009) effectiveness (or ineffectiveness) has a huge financial impact.
Of course, the personal impact is also important….
2
2011 Center for Creative Leadership. All rights reserved. 2
3. What needs to be developed in leadership development
The search for the “holy grail”
- Leaders need to perform certain managerial roles and activities (Dierdorff,
Rubin & Morgeson, 2009
- Leaders need to meet certain skill requirements (Mumford, Campion &
Morgeson, 2007)
- Leaders must display task and relationship behaviors (Judge, Piccolo &
Ilies, 2004)
- Leaders must be good team leaders (Morgeson, DeRue & Karam, 2010)
In sum, leadership effectiveness is manifold and context-dependent
In practice, organizations rely on a corporate competency framework to
develop competencies and a certain “brand” of leadership
But what do leaders themselves say? Their voices aren’t often heard
3
2011 Center for Creative Leadership. All rights reserved. 3
4. What leaders around the world need
Leadership competencies are influenced by many contextual factors at individual,
team & organizational level (Agut, Grau & Peiro, 2003; Hopkins & Bilimoria, 2008);
So how about cultural influences?
Culture influences relationship between leadership behaviors and leadership
outcomes (Gelfand, Erez & Aycan, 2007; Globe III, in preparation)
Culture as a moderator (Spreitzer, Perttuyla & Xin, 2003; Walumbwa & Lawler,
2003; GLOBE I and II) between leadership behavior , leadership style, and
outcomes
But: Culture not included in studies about leadership competencies
Does culture impact what kinds of competencies are most effective for
organizational success?
4
2011 Center for Creative Leadership. All rights reserved. 4
5. Why there should be cultural differences
Cultural divergence perspective (Webber, 1969):
National culture drives formation of values, beliefs and practices.
Cultures relatively stable over time (House & Aditya, 1997), even geographic
proximity and trade ties cannot alleviate them (Smith, 1997).
Evidence for this: The GLOBE project
Distinct cultural values & practices in 62 cultures (despite industry
homogeneity);
Implicit leadership theories were largely culturally endorsed (14% - 35% of
ILT’s explained by cultural values).
5
2011 Center for Creative Leadership. All rights reserved. 5
6. Why there shouldn’t be cultural differences
Cultural Convergence perspective (Webber, 1969): Globalization also leads to
assimilation of cultural values and norms, towards a universal business
culture. Corporate cultures span across national cultures (Chatman & Jehn,
1994; Ralson, Holt, Terpstra & Yu, 1997); Institutional isomorphism (DiMaggio
& Powell, 1983) suggests that organizations become similar to each other.
Evidence for this:
Modernization, globalization and rapid economic growth have resulted in
convergence of personality (Wong, Shaw, & Ng, 2010), values (Munusamy,
Valdez, Lo, Budde, Suarez, & Doktor, 2009), ethical attitudes (Bailey & Spicer,
2007), human resource management (HRM) practices (Carr & Pudelko, 2006;
Vanhala, Kaarelson, & Alas, 2006), and corporate governance (Payne, 2006)
6
2011 Center for Creative Leadership. All rights reserved. 6
7. Method
Seven “highly diverse” countries
2011 Center for Creative Leadership. All rights reserved. 7
8. Method
Participants:
• 763 practicing managers that participated in a leadership development
program between January 2007 and October 2009
Comparable samples & sample sizes:
• China (N = 99); Egypt (N = 106); India (N = 100); Singapore (N = 112);
Spain (N = 94), UK (N = 106), US (N = 146)
Material & Procedure:
• Benchmarks questionnaire of 16 leadership competencies; completed
before training program;
• Participants asked to pick 8 (out of 16) that they regarded as most
important for success in their organization.
2011 Center for Creative Leadership. All rights reserved. 8
9. Results: Frequency-based rank order
China/ Singa-
Leadership Competency Egypt India Spain UK US
HK pore
Leading Employees 1 1 1 1 1 1 2
Resourcefulness 3 2 1 1 6 2 1
Change Management 2 5 4 6 3 3 3
Decisiveness 6 3 3 3 2 5 4
Participative Management 4 4 5 5 4 5 7
Building and Mending Relationships 5 6 7 4 5 4 7
Doing Whatever it Takes 9 8 6 7 10 7 5
Straightforwardness and Composure 7 10 8 8 7 7 6
Self-Awareness 8 7 10 11 7 9 10
Being a Quick Study 12 9 9 9 11 10 9
Balancing Personal Life and Work 10 11 12 9 9 13 11
Career Management 10 11 14 13 12 16 12
Compassion and Sensitivity 13 16 11 12 15 15 13
χ2 (16, 486) =
Differences Matter 45.89; p< .001; φ = .31 (medium)
15 15 13 14 13 11 16
Confronting Problem Employees 14 13 15 16 16 11 15
Putting People at Ease 16 14 16 15 13 14 13
2011 Center for Creative Leadership. All rights reserved. 9
10. Results: Overall country differences
Mean
Leadership Competency (SD) χ2 Φ
ranking
Leading Employees 1.14 (0.38) 8.40
Resourcefulness 2.29 (1.80) 22.81*** .173
Change Management 3.71 (1.38) 25.42*** .183
Decisiveness 3.71 (1.38) 27.64*** .190
Participative Management 4.86 (1.07) 10.47
Building and Mending Relationships 5.43 (1.27) 12.69* .129
Doing Whatever it Takes 7.43 (1.72) 43.03*** .237
Straightforwardness and Composure 7.57 (1.27) 8.89
Self-Awareness 8.86 (1.57) 15.32* .142
Being a Quick Study 9.86 (1.21) 15.13* .141
Balancing Personal Life and Work 10.71 (1.50) 14.55* .138
Career Management 12.57 (1.99) 22.72** .173
Compassion and Sensitivity 13.57 (1.81) 30.76*** .201
Differences Matter 13.86 (1.68) 5.17
χ2 (16, 486) = 45.89; p< .001; φ 14.29 (medium)
Confronting Problem Employees
= .31 (1.80) 25.55*** .183
Putting People at Ease 14.43 (1.27) 3.16
2011 Center for Creative Leadership. All rights reserved. 10
11. Results: Pairwise comparisons
231 pairwise comparisons of countries on the 11 overall significant competencies
(Bonferroni correction)
Only 24 comparisons significant:
- Resourcefulness (US > Egypt)
- Change Management (Spain > Singapore; Spain > Egypt)
- Decisiveness (Spain > China, Egypt, US, UK; India > China)
- Doing whatever it takes (India, US > China; India, US, Singapore, UK > Spain)
- Being a quick study (Egypt > Spain)
- Career Management (China, Egypt > UK)
- Compassion & Sensitivity (China, Singapore, India > Spain)
- Confronting Problem Employees (China, Singapore, India > Spain)
2011 Center for Creative Leadership. All rights reserved. 11
12. Discussion & Implications
All of the 16 competencies were chosen by at least 5% of participants
Effect sizes of overall differences are small – medium
High agreement across cultures on the most important competencies
Lower agreement on (average) less important competencies
Implications:
1. Evidence supports cultural convergence rather than divergence
necessary contents of leadership development programs largely translate
across countries
2. People leadership seen as the key to success
still important to develop this rather “unfancy” leadership competence;
corporate competency models should certainly keep this ingredient
3. Leading change & resourcefulness often selected as important
reflects the need to manage in a VUCA world (Stiehm, 2002); tendency towards
mainstreaming these competencies into corporate competency models is useful
2011 Center for Creative Leadership. All rights reserved. 12